• Ingen resultater fundet

F URTHER R ESEARCH

7. CONCLUSION

7.1. F URTHER R ESEARCH

Considering the importance placed on collaboration, especially between the focal firms and the suppliers, further research could provide additional perspectives on how the suppliers experience

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the change. This would offer a more in-depth understanding of how the change management and SCR initiatives are experienced and perceived by the suppliers and what forms of initiatives are the most efficient, as well as it might allow the identification of additional and more adept tools.

Furthermore, longitudinal studies would allow us to examine how the participants incorporated the circular work processes in their work and how the tacit aspects of the organizational culture evolved, broadening the understanding of the effect of the different approaches. Such studies could involve observations as well as recurring interviews with the employees. Comparable studies could also be conducted with companies based in additional geographical areas, allowing further testing for the cultural aspects of the identified best practices. Finally, some interviewees highlighted that their family-ownership structure provided more flexibility, space for admitting mistakes, and a culture that allowed for a long-term orientation. They considered this structure favorable to the change and did not think that other structures would have allowed the same favorable conditions. Similarly, it was considered unlikely that they would have been able to act with the same agility to the change if the company had been bigger. Thus, further research could compare the institutionalization of circular change between companies of varying sizes and ownership structures. Such studies could thus investigate how the company’s size and ownership structure influence the company’s change processes, specifically when engaging in circular change.

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Appendices

Appendix A – Interview Guide

Interview Duration: approx. 45 min.

Introduce ourselves and ask about interviewee

Introducing questions: how long have you been working at the company, what is your role, how many employees does your organization have?

Interview Questions:

1. Can you tell us about your company's process of moving towards circularity?

→ Offers the option of them talking about what they think is relevant, rather than us asking specifically to an irrelevant aspect

If they do not mention it themselves:

- How did using the Cradle-to-Cradle certification influence the process?

- How did you approach a sustainable supply chain?

2. Where did the motivation to become circular come from?

→ Identifying internal/external drivers, has this been top-down or not - is there a difference between the organizations where this differs

If they are not mentioning it:

- Who initiated this process?

3. What would be your top three challenges when addressing the change towards circularity?

→ Identifying challenges as they see them If they are not mentioning it:

- How did you overcome these?

4. What were the top 3 initiatives to support the transformation that worked the best for you?

→ Identifying drivers as they see them and change management tools if used

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5. What do you think is required of an organization to implement the change towards a circular (business model) strategy?

6. How do you think leadership played a role in the process of transformation?

Ask about anonymity and about follow-up questions

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Appendix B – Country Comparison Model Base on Hofstede

Source: Hofstede (2001) and Hofstede and colleagues (2010)